DOCSLIB.ORG

Reinventing Manufacturing How the Transformation of Manufacturing Is Creating New Opportunity for California

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Reinventing Manufacturing How the Transformation of Manufacturing Is Creating New Opportunity for California Reinventing Manufacturing How the Transformation of Manufacturing Is Creating New Opportunity for California April 2016 Acknowledgments About the Institute The Bay Area Council Economic Institute thanks the Since 1990, the Bay Area Council Economic Institute has content contributors and generous funders of this been the leading think tank focused on the economic project: A.T. Kearney; General Electric; Autodesk, Inc.; and policy issues facing the San Francisco/Silicon Val- Lawrence Livermore National Laboratory; Lawrence ley Bay Area, one of the most dynamic regions in the Berkeley National Laboratory; Siemens TTB; Jabil; United States and the world’s leading center for tech- Wendel, Rosen, Black & Dean LLP; University of nology and innovation. A valued forum for stakeholder California Office of the President; PARC, a Xerox engagement and a respected source of information and company; and Jones Lang LaSalle. fact-based analysis, the Institute is a trusted partner and adviser to both business leaders and government of- ficials. Through its economic and policy research and its many partnerships, the Institute addresses major factors The Institute is particularly appreciative of the support of impacting the competitiveness, economic development A.T. Kearney, which led the research and drafting of the and quality of life of the region and the state, including Major Drivers of Change section. infrastructure, globalization, science and technology, and health policy. It is guided by a Board of Trustees This project had many substantive contributors from the drawn from influential leaders in the corporate, academ- Bay Area Council Economic Institute: ic, non-profit, and government sectors. The Institute is Tracey Grose, Vice President housed at and supported by the Bay Area Council, a public policy organization that includes hundreds of the Sean Randolph, Senior Director region’s largest employers and is committed to keeping Pam Winter, Senior Advisor the Bay Area the world’s most competitive economy and Jeff Bellisario, Research Manager best place to live. The Institute also supports and man- Patrick Kallerman, Research Manager ages the Bay Area Science and Innovation Consortium Camila Mena, Research Analyst (BASIC), a partnership of Northern California’s leading scientific research laboratories and thinkers. Carolyn Garrett, Intern About BASIC External contributors provided their unique insights into the future of advanced manufacturing in California. The Bay Area Science and Innovation Consortium (BASIC) is an organization of the Bay Area’s leading Section 1 research and innovation companies and institutions, Hector Gutierrez and Patrick Van den Bossche, which together constitute the world’s greatest body of A.T. Kearney technology innovation capacity. Its participants include Insight Pages public and private universities, national laboratories, and leading private sector companies. BASIC’s mission is to Lothar Schubert, GE Digital advance the science, technology and innovation leader- Diego Tamburini, Autodesk, Inc. ship of the Bay Area, California and the nation. By bring- Lawrence Lee, Tolga Kurtoglu, and Janos Veres, ing together the university technologists, laboratory PARC, a Xerox company directors, CEOs and CTOs who lead the region’s world David Wahl and Charlie Thayer, Jabil renowned research organizations, this unique multi-sec- tor collaboration provides a platform through which the Kirk Klug, Siemens Industry, Inc., Mobility Division, Bay Area’s science and innovation community identifies Rolling Stock and addresses issues and opportunities impacting the Joshua Cohen, Wendel, Rosen, Black & Dean LLP region’s innovation leadership and its role as the world’s Greg Matter, Jones Lang LaSalle leading marketplace for ideas. Contents Executive Summary ...................................................1 Part One Part Two CHAPTER 1 California Manufacturing Major Drivers of Change ...........................................7 Regional Clusters Analysis ......................................68 Shifting Consumer Expectations ............................... 8 Los Angeles Area ..................................................... 68 Globalization ............................................................ 10 Bay Area ................................................................... 71 Technological Advances .......................................... 13 Orange County ........................................................ 74 New Productivity Levers .......................................... 18 Central Valley ........................................................... 76 Changing Workforce Dynamics ............................... 20 San Diego Area ........................................................ 78 Implications of the Manufacturing Revolution ......... 22 Central Coast ........................................................... 81 Sacramento Area ..................................................... 84 CHAPTER 2 California’s Shifting Landscape: Manufacturing Northern California .................................................. 87 and the Innovation Ecosystem ................................25 Growth Trends ......................................................... 26 Appendices Growth in the Recent Time Period, 2010–2014 ....... 28 Interviews ................................................................90 Growth in the Long Term, 1990–2014 ..................... 31 Methodology ...........................................................91 Manufacturing Wages in California ......................... 37 Regional Manufacturing Strengths .......................... 41 Tables & Notes California’s Innovation Ecosystem ........................... 44 California Manufacturing Patent Activity .......................................................... 47 Regional Clusters Tables .........................................92 Notes .....................................................................109 CHAPTER 3 Strengthening California’s Environment for Manufacturing ..............................51 Stimulate the Commercialization of Research and Development through Cluster-Based Strategies ..... 52 Grow the Talent Base for Advanced Manufacturing ................................... 57 Provide Access to Capital and Financial Incentives for Manufacturers ............. 60 Address the Cost of Doing Business in California for Manufacturers ................................ 63 California—with its diverse economy and history of innovation—is well positioned to capture future growth in many manufacturing sectors, but state and local governments will need more targeted policy tools to stimulate commercialization of new products, close the workforce gap, and incentivize more manufacturers to locate within the state. While the offshoring of production and automation technology have fundamentally transformed the industry, high-skilled manufacturing jobs are essential to a balanced, competitive economy. Today, advanced manufacturing techniques, the growing maker movement, and a renewed national interest in research and development have led to a reinvention of the manufacturing industry. Executive Summary Technology is revolutionizing manufacturing processes through innovations in 3D printing, robotics and big data (the Internet of Things)—often based on innovations that come from California. A range of factors, including rising labor costs in China, are leading some manufacturers to bring production home. California is in a good position to capture much of this growth, but needs policies that support and incentivize investment. Throughout much of the 20th century, the US economy was buoyed by the manufacturing sector, which pro- Major Drivers of Change vided a source of middle-income jobs and drove new Manufacturing is undergoing a major transformation. waves of innovation. Offshoring and recession have had These changes are creating both opportunities and major impacts on the sector, causing employment to competitive challenges comparable to those brought shrink. However, technological advances and shifting about by the invention of the steam engine and the global cost factors are now creating new opportunities Internet, and a third industrial revolution is already for domestic manufacturing. being triggered. Five forces in particular will impact California’s manufacturing sector. With more manufacturing jobs than any other state,1 California has a diverse manufacturing base. Its innova- Shifting Consumer Expectations: The rise of the tion ecosystem, which has led to links between manufac- Internet has created growing numbers of “con- turers and technology companies, makes it particularly nected consumers” and a world in which consumers well positioned to take advantage of a resurgent interest want customized services and products with shorter in domestic manufacturing. This is especially true for delivery times. From the way businesses interact products of an advanced technological nature and with customers to the high service level customers products that depend on custom design and rapid have come to expect, the relationship between users response to markets. and producers will become more engaged and will change the product and service innovation process. Due to technological change, which has reduced the number of workers required for most production Globalization: As wages rise, China is losing its status processes, this manufacturing renaissance is unlikely as the low-cost manufacturing country of choice, to generate jobs at the high
Load more

Recommended publications
  • Triple Bottom Line Preliminary Feasibility Study of the GM Oshawa Facility: Possibilities for Sustainable Community Wealth
    Triple Bottom Line Preliminary Feasibility Study of the GM Oshawa Facility: Possibilities for Sustainable Community Wealth September 13, 2019 . Germany's Post Office (Deutsche Post) developed and began manufacturing Streetscooter battery electric vans in 2016 to replace its 70,000 vehicle fleet (photo: Reuters 2017). Russ Christianson 1696 9th Line West, Campbellford, Ontario, Canada K0L 1L0 705-653-0527 [email protected] An electronic version of this report is available at: http://www.greenjobsoshawa.ca/feasibility.html Triple Bottom Line Preliminary Feasibility Study of the GM Oshawa Facility: Possibilities for Sustainable Community Wealth Table of Contents 1.0 Executive Summary ...................................................................................................... 2 2.0 Summary Overview ...................................................................................................... 3 3.0 Canada’s Auto Manufacturing Industry ..................................................................... 10 4.0 Triple Bottom Line Analysis and Methodology .......................................................... 13 4.1 Economic Situation ............................................................................................................. 14 4.2 Socio-political Situation ...................................................................................................... 19 4.3 Environmental Situation ..................................................................................................... 23 5.0 Preliminary
    [Show full text]
  • Volume No. 28 | Issue No. 1 Fall 2020 Letter from the Chair
    DIMENSIONSVolume No. 28 | Issue No. 1 Fall 2020 Letter From the Chair Publication Credits Dear alumni and friends, Published by the Department of While we may be doing this differently this year, I Mechanical Engineering, College of am pleased to tell you that all of our education and Engineering, 2043 Black Engineering research programs are still marching forward. Building, 2529 Union Drive, Iowa State Some highlights in this issue include: University, Ames, IA 50011-2030 Website: www.me.iastate.edu An overview of the efforts the department is taking to ensure the safety Email: [email protected] and wellbeing of our students while also maintaining the high-quality of Phone: 515.294.1423 engineering education for which Iowa State University is known, Iowa State University does not ME student Katie Lyon interned with Tesla over the summer, discriminate on the basis of race, and she hopes to use this experience to engineer cars of the color, age, ethnicity, religion, national future when she completes her studies at Iowa State, origin, pregnancy, sexual orientation, ME student Kathryn Hining has been named the ME Outstanding Senior for Fall gender identity, genetic information, 2020. Not only is she accomplished in the classroom but she also participates sex, marital status, disability, or in intramural sports and enjoys listening to the Beatles in her free time, status as a U.S. veteran. Inquiries ME student Sebastien Mueller, with the help of folks in the Boyd Lab, can be directed to the Office of Equal has designed a unique bicycle that he has dubbed “the Dahu,” Opportunity and Compliance, 3280 Beardshear Hall, (515) 294-7612.
    [Show full text]
  • Reality Check Tesla, Inc
    Reality Check Tesla, Inc. NASDAQ: TSLA January 7, 2020 Author Aaron Greenspan Disclosures PlainSite affiliates own TSLA put options. Legal Notices Copyright © 2019-2020 Think Computer Corporation. All Rights Reserved. PlainSite is a registered trademark of Think Computer Corporation. This report is not legal or investment advice. Trade at your own risk. About PlainSite® PlainSite is a legal research initiative jointly run by Think Computer Corporation, a for-profit computer software company, and Think Computer Foundation, a 501(c)(3) non-profit organization. The PlainSite website at https://www.plainsite.org hosts information regarding over twelve million court dockets, as well as millions of documents and government records from federal and state entities. Think Computer Foundation, which also sponsors activities for individuals with disabilities in the Cleveland area, is funded in part by donations from Think Computer Corporation. Visit the Tesla, Inc. PlainSite profile at https://www.plainsite.org/profiles/tesla-inc/. Read our other Reality Check reports at http://www.plainsite.org/realitycheck/. Contact For PlainSite Pro Investor paid early access to future reports, questions, or comments, contact us by e-mail at [email protected]. Executive Summary Tesla, Inc. (NASDAQ: TSLA), a manufacturer of electric vehicles and solar panels, is widely regarded as an American clean energy success story. Its market capitalization has exceeded $80 billion at its peak, and it operates factories in California, Nevada, New York and China. Yet recently released docu- TSLA Price Per Share ments obtained by PlainSite affiliate Think Com- $450.00 puter Foundation reveal that the entire company $400.00 is at this point built on a massive, multi-billion dollar $350.00 fraud orchestrated by its CEO, Elon Musk, who for $300.00 years has gone to extreme lengths to conceal his $250.00 unlawful acts from shareholders.
    [Show full text]
  • An Automotive Insider's Tour of the Tesla Fremont Factory©
    An Automotive Insider’s Tour of the Tesla Fremont Factory© By Jeff Cohen Over the years, I’ve been fortunate to tour many automotive assembly plants. As a child, I saw 1965 Ford Mustangs assembled at the Ford River Rouge factory in Michigan. When I became a General Motors executive and the brand manager of the GMC Jimmy/Envoy, I visited several GM assembly plants, including the now-closed Moraine Assembly in Ohio, which made my brand. My first encounter with the GM Freemont Assembly plant dates back to 1983 when I was a Johnson & Johnson sales representative stationed in San Jose, Calif. Years later, when I became a prospective Model S owner, my attention turned back to the Fremont factory, and on March 1, 2014, I was granted a private tour of the Model S production floor. But before I share the details of my Saturday tour, let’s review a brief history of the Fremont plant so integral to the Tesla story. Fremont, California: three generations of automotive assembly • 1962-1982: General Motors Fremont Assembly Plant General Motors Co. opened the 5 million square foot assembly plant in 1962. Over the next 20 years, Fremont Assembly turned out midsize GMC trucks alongside some of today’s most highly prized muscle cars—the Pontiac GTO, Oldsmobile 4-4-2, Chevrolet Chevelle and the Buick Skylark. Photo source: ultra-high-compression.com Fremont represented the automobile assembly plant organization pioneered by Henry Ford in 1903. This rapidly moving line, where workers added the same part to each vehicle as it came down the line, was not only repetitive and boring but also one of the root causes of the Fremont plant’s well-deserved reputation for poor quality, low morale and high absenteeism.
    [Show full text]
  • Tesla Master Plan
    TESLA MASTER PLAN WARM SPRINGS/ FALL 201 6 SOUTH FREMONT Adopted by City Council Resolution 2016-71 on December 6th, 2016 COMMUNITY PLAN TESLA MASTER PLAN PAGE LEFT INTENTIONALLY BLANK 2 TAB LE OF CONTENTS TESLA MASTER PLAN 1 .0 INTRODU CTION 4 1.1 Site Context & Warm Springs/South Fremont Community Plan Overview 5 1.2 Existin onditions & Opportunities 6 1.3 TESLA Master Plan Vision & Principles 7 2 .0 H ISTORICAL CONTEX T 8 2. istoric tud nd reters 9 3 .0 SITE 1 0 3 .1 Site Plan Level 1 10 3 .2 Site Plan Level 2 11 4 .0 FACTORY 1 2 4.1 Factory Area per User Group Level 1 12 4.2 Factory Area per User Group Level 2 13 4.3 Employee Count 14 5 .0 TRANSPORTATION 1 5 5.1 Public Transit Pick-Up 15 to Rd Freont vd oncet 16 ie t 17 ie t ont 18 ie t ont 19 ie t ont 20 ie t ont 21 6.0 CONSOLIDATED MASTER PLAN 2 2 re n it Inortion 22 3 1 .0 INTRODU C TION TESLA MASTER PLAN In te st veice roed o te ener Assembly line of what was then the New United Motor Manufacturing, Inc. ( NUMMI) marking Focused strategies for the development of Tesla. the closing of what was one of the single larg- TESLA Master Plan Enhances and builds upon the City Council’ s vision and the WS/SF CP’ s principles. est employers of Fremont. ns or eetin te its desire or te re to e te Industri nd Reserc eveo- ment/Advanced Manufacturing Hub of the Warm Springs / South Fremont Community Plan.
    [Show full text]
  • Cobalt Special Report
    Strategic Metals & Rare Earths Letter I N T E R N A T I O N A L the independent information and advisory publication on investing in Strategic Metals & Rare Earths Special Report – October 2017 Growing number of country bans on gas and diesel cars will boost demand for lithium-ion batteries; cobalt recognized as essential component Compared to lithium, cobalt is a shiny, grey, brittle metal that is best known for creating an intense blue color in glass and paints. It is not a rare element even though pure cobalt is not found in nature. Cobalt occurs in conjunction with other elements in such metals as carrollite, a copper-cobalt-(nickel) sulphide; skutterudite, a cobalt- nickel arsenide and asbolane, a nickel-cobalt-manganese oxide. Cobalt is obtained from the following three main types of ore de- posits: (1) Sediment-hosted stratiform copper deposits such as those in the Central African copper belt in the Democratic Republic of Congo (DRC) and Zambia; (2) magmatic nickel sulphide depos- its, such as those found at Sudbury Canada and at Norilsk, Russia; and (3) nickel laterite deposits, which are found in such tropical regions as New Caledonia (overseas territory of France). Cobalt is frequently used in the manufacture of rechargeable batteries and to create alloys that maintain their strength at high temperatures. It is also one of the essential trade elements (or “vitamin micro-nutrients”) that humans and many other living creatures require for good health (essential element in B2). The Democratic Republic of Congo (DRC) produces roughly 60% of total global cobalt sup- plies estimated at around 100,000 tonnes this year.
    [Show full text]
  • Exploring a Culture of Health in the Auto Industry
    sustainability Article Exploring a Culture of Health in the Auto Industry Wendy M. Purcell 1,* , Brian S. Feldman 2, Molly Finn 1 and John D. Spengler 1 1 Harvard T.H. Chan School of Public Health, Harvard University, Boston, MA 02215, USA; mfi[email protected] (M.F.); [email protected] (J.D.S.) 2 Harvard Kennedy School, Harvard University, Cambridge, MA 02138, USA; [email protected] * Correspondence: [email protected]; Tel.: +1-617-717-4053 Abstract: The Culture of Health framework includes four pillars of societal health and well-being influenced by business, namely: consumers; employees and workers in the supply chain; the community, and the environment. The Auto industry was an ideal crucible in which to explore the interface of public health with business given the confluence of the different domains in this sector. The substantial benefits of mobility, especially for the under-resourced, sit alongside negative impacts from emissions, accidents, products and services. Through interviews with 65 senior executives from seven major automakers, corporate actions reflecting health as a strategic agenda were mapped to the Culture of Health model. While most of the companies did not use the language of health explicitly in their strategy, key examples were present across all four pillars. Given the future of mobility relies on the interface of human experience with technology, it is a population-level challenge demanding system-level changes. Ostensibly, a framework for sustainability, the Culture of Health model could help the Auto industry navigate the disruption caused by the global megatrends and changing societal expectations of business in society and transition successfully to a new mobility economy.
    [Show full text]
  • Lithium-Ion Battery Supply Chain for E-Drive Vehicles in the United States
    CONTENTS ACKNOWLEDGMENTS ........................................................................................................... xiii ABBREVIATIONS AND ACRONYMS .................................................................................... xiv EXECUTIVE SUMMARY .......................................................................................................... xv 1 INTRODUCTION .................................................................................................................... 1 2 PEV BATTERY AND SUPPLIER DEVELOPMENT ............................................................ 3 3 BATTERY MANUFACTURING LOCATIONS AND DATA ASSUMPTIONS .................. 9 4 HISTORICAL TRENDS: PEV BATTERY PACK AND CELL PRODUCTION ................ 10 5 LITHIUM-ION BATTERIES IN HEVs ................................................................................. 13 6 FUTURE EV BATTERY CAPACITY EXPANSIONS ........................................................ 15 7 DISCUSSION ......................................................................................................................... 18 8 REFERENCES ....................................................................................................................... 20 APPENDIX A: LI-ION BATTERY CELL AND PACK FLOW DIAGRAMS FOR PEVs ....... 23 APPENDIX B: VEHICLE MAKE AND MODEL DATA .......................................................... 65 FIGURES ES-1 Annual battery cell and battery pack capacity supplied to the U.S. PEV market by production country ......................................................................................................
    [Show full text]
  • Fostering Economic Diversity and Innovation Through Industrial Lands
    Fostering Economic Diversity and Innovation Through Industrial Lands March 2018 Fostering Economic Diversity and Innovation Through Industrial Lands The amount of industrially zoned lands in the Fostering a robust, resilient, and diverse Bay Area Bay Area is a relatively small share of acreage in economy requires thinking about industrial land use the overall region, but the industrial uses of these at a regional scale, and considerations should be lands are highly valuable to the region’s economy. balanced in terms of economic, transportation, equity, Industrial uses generate middle-wage jobs which and environmental site characteristics. Maintenance are an important contribution to job quality in the and retention of industrial zoning should be top region. Patterns of employment both in the present priority on parcels that meet one or more of the and projected to 2040 indicate that middle-wage following key criteria: jobs are almost twice as concentrated on industrial ■ the lands are currently serving or could expand the lands as in the region generally. The activities and service of industrial uses linked to the Bay Area’s key economic linkages of businesses clustered on innovation clusters; industrial lands provide significant regional economic ■ benefits, particularly in terms the dominant uses for the lands accommodate or could accommodate warehousing and R&D. industrial-land-dependent uses that provide middle- wage jobs; The region must carefully steward its lands zoned for ■ the lands are in areas—particularly those in the industrial usages, both because they are in demand urban core—that are projected to have deficits of and because industrial uses have natural limits on the industrially zoned land by 2040.
    [Show full text]
  • Agenda Item – 4.C
    Agenda Item – 4.C CALIFORNIA ALTERNATIVE ENERGY AND ADVANCED TRANSPORTATION FINANCING AUTHORITY Report from Tesla, Inc. on Status of Project Pursuant to Resolutions Number 17-SM003 and 18-SM004 March 19, 2019 Prepared By: Xee Moua, Analyst SUMMARY On March 20, 2018, the CAEATFA Board approved Resolutions 17-SM003 and 18-SM004 approving two sales and use tax exclusion awards for Tesla, Inc.’s (“Tesla”) expansion of its manufacturing facility for the production of its Model 3 vehicle. Both resolutions require that Tesla update the CAEATFA Board in writing and in person every four months for three years with regards to the following: 1. Progress in meeting its production goals. 2. Progress in improving the health and safety at its facilities. 3. Providing an updated Legal Status Questionnaire. ATTACHMENTS Attachment A: Tesla’s second third written report pursuant to Resolutions number 17-SM003 and 18-SM004. Attachment B: The staff report for Resolution 18-SM004 from the March 20, 2018 Board meeting. 1 Agenda Item – 4.C Attachment A: Tesla, Inc.’s Second Third Written Report Pursuant to Resolution Numbers 17-SM003 and 18-SM004 CAEATFA Information Update from Tesla, Inc. Prepared for CAEATFA Board Meeting on March 19, 2019 1. Model 3 Production Update a. In Q4, we delivered 63,359 Model 3 vehicles to customers in North America. In January 2019, we started to produce Model 3 vehicles for Europe and China, and the car is now fully certified for sale in these markets. We believe the market opportunity for Model 3 in Europe and China exceeds North America based on the most recent sales of mid-sized premium sedans in these markets.
    [Show full text]
  • United States Securities and Exchange Commission Washington, D.C
    DEFA14A 1 tsla-defa14a_20200922.htm DEFA14A UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 SCHEDULE 14A INFORMATION Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 (Amendment No. ) Filed by the Registrant ☒ Filed by a Party other than the Registrant ☐ Check the appropriate box: ☐ Preliminary Proxy Statement ☐ Confidential, for Use of the Commission Only (as permitted by Rule 14a-6 (e) (2)) ☐ Definitive Proxy Statement ☒ Definitive Additional Materials ☐ Soliciting Material Pursuant to Section 240.14a-11 (c) or Section 240.14a-12 TESLA, INC. (Name of Registrant as Specified in its Charter) (Name of Person(s) Filing Proxy Statement, if other than the Registrant) Payment of Filing Fee (Check the appropriate box): ☒ No fee required. ☐ Fee computed on table below per Exchange Act Rules 14a-6 (i) (1) and 0-11. (1) Title of each class of securities to which transaction applies: (2) Aggregate number of securities to which transaction applies: (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): (4) Proposed maximum aggregate value of transaction: (5) Total fee paid: $ ☐ Fee paid previously with preliminary materials. ☐ Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.
    [Show full text]
  • Fiscal Year 2021/22 Proposed Operating Budget
    Fiscal Year 2021/22 Proposed Operating Budget This page intentionally left blank City Council Lily Mei, Mayor Yang Shao, Vice Mayor, District 4 Teresa Keng, Councilmember, District 1 Rick Jones, Councilmember, District 2 Jenny Kassan, Councilmember, Disctrict 3 Raj Salwan, Councilmember, District 5 Teresa Cox, Councilmember, District 6 City Executive Staff Mark Danaj, City Manager Debra Margolis, Interim City Attorney Karena Shackelford, Assistant City Manager Brian Stott, Assistant City Manager Christina Briggs, Assistant City Manager/Economic Development Director Allen DeMers, Human Resources Director Susan Gauthier, City Clerk Curtis Jacobson, Fire Chief Hans Larsen, Public Works Director David Persselin, Finance Director Kimberly Petersen, Chief of Police Dan Schoenholz, Community Development Director Suzanne Shenfil, Human Services Director Sanford Taylor, Information Technology Director Suzanne Wolf, Community Services Director Budget Team Chun Chan, Management Analyst II Mario Rosas, Management Analyst II Elisa Chang, Administrative Analyst/Graphic Artist City of Fremont FY 2021/22 Proposed Operating Budget | i The Government Finance Officers Association (GFOA) of the United States and Canada presented an award for Distinguished Budget Presentation to the City of Fremont for its annual budget for the fiscal year beginning July 1, 2020. GOVERNMENT FINANCE OFFICERS ASSOCIATION In order to receive this award, a governmental unit must publish Distinguished a budget document that meets Budget Presentation program criteria as a policy document, as an operations Award guide, as a financial plan and PRESENTED TO as a communications device. City of Fremont The award is valid for a period California of one year only. This is the For the Fiscal Year Beginning twenty-fourth consecutive year the City has earned the award.
    [Show full text]